HRM ESSAY Final Version Turn It In

3185 WordsApr 25, 201513 Pages
NAME:- SHAYAAN SAROSH KHATIB STUDENT ID:- 640004156 CANDIDATE NUMBER:- 005621 MODULE:- INTERNATIONAL HUMAN RESOURCES MANAGEMENT (BEMM059) INTRODUCTION This case tells us about Stanley Wong, division manager for Erie Performance Polymers and general manger of Wuhan Erie Polymers joint venture who had received an approval for his transfer request to Gary, Indiana, USA, headquarters of Erie. He was given the task of recommending to the board, from a list of six candidates, a successor to his position. During his tenure Stanley Wong has tried to modernize the thought process of his mainly Chinese employees, at the same time being sensitive to the cultural differences, he tried to create an organisational culture which…show more content…
These five dimensions were individualism, power distance, uncertainty avoidance, masculinity and long-term orientation (Hofstede, 1984). Chinese differ substantially with respect to individualism, long term orientation and power distance when compared to the Americans (, 2014). These differences could result in conflicts in the following areas:- Intercultural communication Problems often occur due to misunderstandings, which come up as a result of cultural differences in methods of negotiation and handling conflict (Adler, 1986; Adler and Graham, 1989). The Americans who are associated with individualism believe in confrontation while the collectivist Chinese try to avoid conflict and heated arguments (Hofstede, 1984). This could lead to misunderstandings when the two parties communicate. For example the Americans might think that silence from their Asian colleague is a sign of consent when actually it isn’t. The Chinese might misunderstand their American colleagues’ arguments and confrontation as lack of respect. Even in negotiation, which is the two sided exchange of signals between parties, people from different cultures interpret signals differently; negotiators might thus misread the signals or transmit an unmeant message. Thomas & Pondy (1977) have suggested that often ones words, facial expressions, body language and speech lead to attributions of intent that could cause conflict. Augsburger (1992)

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